Time and territory…Converting disinterest…

Time and territory…efficiency and stress

We generally all agree it’s a great idea, but just as generally we often don’t do it. The reasons are varied. Like … “It won’t really work for me” or “I don’t have the time to do it”, or “It’d be good for other territories, but not mine”. That “thing” is of course adopting a solid time and territory coverage plan.

That can be the key to achieving a higher level of efficiency, lowering our stress levels, reducing customer stock outages, minimizing travel time and maximizing customer satisfaction. Those are a pretty tall order but it’s exactly what a good coverage plan will accomplish. And the process is simple. Creating one takes some effort, but that investment will be returned tenfold.

In case designing one is new to anyone, here’s the drill: Take a stack of 3”X5” cards and write the name of every customer on each. For customers who are serviced twice monthly, make two cards. Organize the cards into geographic piles. Pull cards from each geographic group to total a day’s work. Those customers are day one, week one of four revolving weeks. Do it for day two and repeat until you run out of cards. Organize each of the days you’ve assigned in a binder or planner (or electronically if you prefer) and start working the plan.

A good T&T plan lets us ensure scheduled service

that’s neither too infrequent nor excessive for any customer. And when we’re working in day two in one section of coverage and have an emergency across town that’s scheduled for day seven, we can decide if we’d be better to return to the east to continue day five, or to stay put and service those customers slotted for day seven.

Next up: What about the empty days?

Converting disinterest…into an invitation

Having knowledge of a need that can crack the ice in that prospect call is pure gold. But, often best we can do is to go with a generic pitch and hope it strikes pay dirt. But maybe we don’t have to do that.

What we say initially in that call can mean success or failure is critical. That’s when we need to offer an idea that creates the notion they’ll benefit if they listen. Do that and we may have the key to getting that look.

Do that and the natural follow on is to ask for a look at the operation so that you can see just how well the benefit you suggested might fit and help them. BTW make it a point to explain that your quick survey won’t interrupt operations. And let them know that if you don’t see a good fit, you’ll thank them for their time and be on your way.

If you’re that far the rest is easy. Look at the results, check the equipment, observe the operators, look at wash formulas and concentrations. Make notes on the areas where you see improvements that will clearly and directly benefit them. A crummy install probably isn’t all that meaningful to the buyer. But half full racks,, streaked tableware, yellow linens, underloaded wheels, leaking drain valves, missing or incorrect racks, slippery tile floors and more are.

And by focusing on those and tying them back to that favorable attention getting opening statement that got us into the back of the house might just turn what was a cold call into a warm reception.

Next up: Some of those opening statements.